Really great people rarely leave a healthy organization.

The team you belong to must come ahead of the team you lead: this is putting team results (e.g., organizational needs) ahead of individual agendas (e.g., the team or division you lead, your ego, your need for recognition, your career development, etc.) Confidentiality is respected downward more than it is respected upward. Organizational alignment is a direct result of this hierarchy (if it were the other way around, organizational alignment would be very difficult to achieve).

The key ingredient to building trust is not time. It is courage.

Failing to hold someone accountable is ultimately an act of selfishness.

Leaders must display their humanness. Those under their authority must be empowered & have the courage to engage in honest dialogue.

On a team, trust is all about vulnerability, which is difficult for most people.

As difficult as it is to build a team, it is not complicated. In fact, keeping it simple is critical, whether you run the executive staff at a multi-national company, a small department within a larger organization, or even if you are merely a member of a team that needs improvement.